Leadership and communication skills can tell who are the managers (leaders)Helps org. attract and keep high-performing employees.Social relationships between co-workers & supervisors strongly correlate to job satisfactionLower stress at work and lower intention to quitImportance of Interpersonal SkillsStarbucks, Adobe Systems-Cisco, Whole Foods-Google, American Express-Amgen, Pfizer, and Marriott-Good places to work:Managers: People who get things done through other people. They make decisions, allocate resources, and direct activities of others to attain goals.Administrators: Managers for non-profit org.Organization: A consciously coordinated social unit composed of 2 or more people. It functions to achieve a common goal or set of goals.Ex: schools, hospitals, churches, military units, police dept., etc.What Managers DoManagement Functions by Henri Fayol Planning: a process that defines an organizations' goals, establish an overall strategy for achieving and coordinate activities. 1.Organizing: A process where determined tasks are done, who are assigned to do these tasks, how are the tasks are grouped, who reports to whom, and where decisions are made.2.Leading: where managers motivate employees, direct their activities, select the most effective communication channels, or resolve conflicts among members, engage in leading.3.Controlling: Monitor, compare, potential correcting.4.5 management functions (planning, organizing, commanding, coordinating, and controlling) condensed to the following:Henry Mintzberg did a careful study on 5 execs to determine what they do on their jobs. He determined the following set of roles/behaviors.-Interpersonal Roles: roles that consist of performing duties that are ceremonial and symbolic in natureInformational roles: roles that managers, to some degree, collect info from outside org. and institutions by scanning the news media, internet, connecting with other people of changes in the public's taste.Decisional Roles: roles that require making choices.Management Roles:EXAMPLESFigurehead: College president hands out diplomas at commencement or factory supervisor gives a group of high school students a tour of the Chapter 1Friday, January 9, 201511:33 PM Org Behavioral Page 1Technical Skills: encompass the ability to apply specialized knowledge or expertise. Not all technical skills have to be learned in a formal setting; many people develop their technical skills on the job.Human Skills: The ability to understand, communicate with, motivate, and support other people, both individually and in groups. There is conflict in the org if poor human skills are used.Conceptual Skills: Managers must have the mental ability to analyze and diagnose complex situations. Leaders must identify problems, provide alternative solutions, evualuate the solutions, and select the best one. Management Skills: skills that can differentiate effective from ineffective managersEffective vs. Successful Managerial ActivitiesTraditional management: Decision making, planning, and controlling.1.Communication: Exchanging routine info and processing paperwork.2.Human resource management: Motivate, discipline, manage conflict, staffing, and training3.Networking: socializing, politicking, and interacting with outsiders.4.Fred Luthans and his associates found that managers do not perform the same activities as the same emphasis with other managers. He concluded that they engage in these 4 managerial activities:Managers must develop their people skills to be effective and successful.Successful managers: defined in terms of speed of promotion within their org.. Networking was the largest contributionEffective managers: quantity and quality of the leader's performance and the satisfaction and commitment of employees. Communication was the largest contribution.Average managers: hands out diplomas at commencement or factory supervisor gives a group of high school students a tour of the plant.Liaison: Sales manage who obtains info from quality-control manager in the company (internal liaison relationship. Org Behavioral Page 2Enter Organizational BehaviorOB includes the core topics: motivation, leader behavior and power, interpersonal communication, group structure and processes, learning, attitude develop and perception, conflict, work design, and work stress.-Organizational Behavior (OB): a field of study that of what indvids, groups, and structure have do within orgs and how their behavior affects the org's performance.Systematic study: A study looking into relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence. A study trying to make more accurate predictions of behavior.Evidence-based management (EBM): complements systematic study by basing managerial decisions on the best available scientific evidence.Intuition: "gut feelings" to make a decision. (Disadvantage: We overestimate the accuracy of our gut feelings and we may not have the desired outcome)Complementing Intuition w/ Systematic StudyPsychology: the study that measures, explain, and sometimes change the behav. Of humans and other animals. Social Psychology: a branch of psyc that blends sociology and psyc focusing on peoples' influence on one another. - A major study in this branch is change.Sociology: the study of people in relation to their social enviro or culture particularly in formal and complex orgs.Anthropology: The study of societies to learn about human beings and their activities. Helps us understand different values, attitudes, and behavior b/w people in different countries and within different orgs.Disciplines (Behavioral Sciences) That Contribute to the OB FieldContingency variables: Situational factors: variables that moderate the relationships  Org Behavioral Page 3Contingency variables: Situational factors: variables that moderate the relationships between two or more variables.OB scholars avoided stating that everyone wants a challenging job. Some people prefer routine over varied, or simple over complex.Responding to Economic PressuresAnybody can run a company when business is booming. During the good times, good and bad management reflects the difference b/w making a lot of money and making a lot more money. -When bad times, good and bad management reflects the difference b/w profit and loss, or between survival and failure.-Responding to GlobalizationFocuses on differences among